1. SUCCESS BEYOND CIRCUMSTANCES
Fiscal cliffs, debt ceilings, bubbles, bankruptcies, and booms
On anygivendayin any givenyear,there’salwaysatopicthat dominates the discussion,trendingontwitter,
and fuelingthe pundits.Isitanywonderbusinessleadersstruggle tokeeptheireyesonthe prize?
SuccessbeyondCircumstances
Strongleaders,atany level,shouldconsistentlyhope forthe bestandplanforthe worst.Too often,we get
distractedandlose sightof that simple edict.Wheninthe midst of “the best,”complacencycantake overas we
blissfullydenythe truththat“the worst”may come aroundagain. Whendeepinthe mire of “the worst,”we can
go intosurvival mode.Sometimesmakingshort-termchoiceswithtragiclong-range consequences;abandoning
hope alongthe way.Here are a fewideastohelpleadersfocustheirorganizationsonwhatneedstobe done to
mitigate riskandmaximize opportunitiesinany circumstances.
Agility
For yourorganization,isstrategicplanningtreatedlike Christmastree decorations?Isitsomethinghauledout
once a year,gawkedatintenselyforashortperiodof time,andpackedback inboxesona shelf?Insteadof an
annual exercise inrelative futility,whatif strategicplanningcouldbe strippeddowntoitsessence andusedto
promote organizational agility?Forexample,managerscouldbe equippedtoleveragetoolssuchasPorter’sFive
ForcesAnalysisorthe McKinseySevenSFrameworktorun frequent“temperature checks”fromthe vantage
pointof theirrole;scanningindustryattractivenessandthe organization’spositioning.Forums(face toface,
virtual,orevendigital) couldbe establishedtogatherandshare impressions,analyzetrends,andrecommend
responses.Ever-vigilantleadersworkinganimble processwillenhance the organization’sabilitytoidentifyand
act upon opportunitiesaheadof the competition.
Positive Emphasis
Advancesinneuroscience have shownthattraditionalproblemsolvingmethodsare more likelytoreinforce
than to solve problems.AccordingtoDavidRockand JeffreySchwartzintheirarticle “The Neuroscience of
Leadership”(publishedinStrategy+Businessissue 43,Summer2006), “We now know that the brainchangesas a
functionof where anindividualputshisorherattention.The powerisinthe focus.”Whenwe try to make
improvementsbydeterminingwhat’swrongandseekingtoclose gaps,we are actuallyfocusingattentiononthe
errorsand current waysof doingthings.Instead,the emphasisshouldbe oncreatingnew behaviorsandfinding
newwaysto achieve analternate,higherperformingreality.Managersshouldconsiderreplacingquestionslike
“Why are revenues down?”with “Whatwouldittake to increase revenue?”
AppreciativeInquiryisamethodaimedatincreasingthatwhichthe organizationisdoingwell ratherthan
dedicatingresourcestoeliminatingwhatisdone poorly.Thisorganizationaldevelopmenttacticsendsthe
message toemployees,“Yes,we wantmore of this.”Infruitful seasons,galvanizingteamsaroundeffective
practicesfortifiesthe firmforwhenthe inevitablestormhits.Duringeventhe mostwretcheddrought,the
businesscanbe savedbydivertingenergyfromlamenting lossestotappingvibrantpoolsstill flowingbeneath
the parchedland.

2. RemainTrue
Regardlessof the state of affairs,anorganization’score valuesshouldbe asreliable asa“catcher” in a trapeze
act; ready,steady,andthere for employeesnomatter what.Nevercompromise the organization’score values.
Come rainor shine,anorganizationthatremainstrue toitsmissionandsoundprinciples,fostersemployee,
shareholder,andcustomerloyalty.
Article written by Russ Jones and Nicole DeFalco of First Transitions.
www.firsttransitions.com/630-571-3311/800-358-1112